Performance appraisal- Nursing Management

Useful for B.Sc Nursing & M.Sc Nursing Students

1. Performance Appraisal Mr. Visanth V S Asso.Professor IGSCON, Amethi

2. Introduction Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands. The performance of an employee is compared with the job standards. The job standards are already fixed by the management for an effective appraisal.

3. Definition P erformance appraisal refers to all the formal procedures used in working organizations to evaluate the personalities and contribution of group members.

4. Objectives To determine job competence To select qualified individuals for promotion or transfer To establish and improve – Communication between supervisors and subordinates – Staff performance To determine – Training and developmental needs of staff – Salary standards and to award merit. To discover the aspirations and talents of staff To check the efficacy of staff development programmes To identify unsatisfactory staff for demotion or termination To aid the manager in coaching and counseling To provide feedback to enhance staff development and motivate personnel towards heights of achievement

5. Purposes Individual Rewards Feedback for Sub-Ordinate Recognition of Superior Performance Documentation of Weak Performance Personnel Decision-Making To establish standards of job performance To improve organizational development by identifying training and development needs

6. To earmark candidates for supervisory and management developments Future Goal Commitments (Planned Achievements) It minimizes the communication gap between the employer and employee. The grievances of an employee are eliminated through performance appraisal. The job satisfaction of an employee increases morale. HR Planning used to transfer a person who is misfit for a job to the right placement

7. Characteristics The philosophy, purpose, and objectives of the organization are clearly stated so that performance appraisal tools can be designed to reflect these. The purposes of performance appraisal are identified, communicated, and understood. Job descriptions are written in such a manner that standards of job performance can be identified for each job. The appraisal tool used is suited to the purposes for which it will be utilized and is accompanied by clear instructions for its use. Evaluators are trained in the use of the tool.

8. Principles Objectives & results of appraisal should be identified/known to all parties The appraisal process & tools are developed with input from all levels of employees affected by job responsibilities The supervisor has received education & training in the use of appraisal process & tool The appraisal process is valued by organization The appraisal process occurs consistently  Assess performance in relation to behaviorally stated work goals.

9. Observe a representative sample of employees’ total work activities. Compare supervisor’s evaluation with employee’s self-evaluation Cite specific examples of satisfactory and unsatisfactory performance Indicate which job areas have highest priority for improvements Purpose of evaluation is to improve work performance and job satisfaction  Evaluation interview should be scheduled in proper time & environment

10. Process Of Performance Appraisal

11. Who Performs The Appraisal Immediate Supervisor Higher Management Self-Appraisals Peers (Co-Workers) Evaluation Teams Customers “ 360° Appraisals”

12. 360 o Appraisal

13. Areas of Appraisal Performance quality: Quantity and quality of work, neatness, orderliness, reliability, accuracy, knowledge of work execution etc.. Mental abilities: The ability to learn, adaptability, reasoning power, judgment, memory etc Supervisory qualities: leadership and organizational ability, communication skill, cooperation etc.

14. Personal qualities: honesty, self-control, self-confidence, initiative, attitude towards others, team work, appearance etc... Capacity for further development: Intelligence, acceptance of responsibility and other features, inherent in leadership.

15. Methods Of Performance Appraisal Ranking method Paired Comparison Method Forced distribution method Grading Checklist Forced choice method Critical Incident method Field review method Essay evaluation MBO

16. Obstacles/ Limitations Lack of support from top management. Resistance on the part of evaluators Evaluation biases and rating errors, which result in unreliable and invalid ratings. Lack of clear, objective standards of performance. Failure to communicate purposes and results of performance appraisal to employees. Lack of a suitable appraisal tool. Failure to police the appraisal procedure effectively.

17. POTENTIAL APPRAISAL PROBLEMS. Leniency error: the tendency of a manager to over rate staff performance. Recency error: the tendency of a manager to rate an employee based on recent events rather than over the entire evaluation period. Halo error: the failure to differentiate among various performance dimensions when evaluating. Ambiguous evaluation standards problem: the tendency of evaluators to place differing connotations on rating scale words Written comments problem: the tendency of evaluators does not include written comments on appraisal forms